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Home My WebLink About04-02-2024 Strategic Plan WSHP Minutes� I SEBASTIAN (ENTENNIAL(ELEBRATION 1914.1014 SEBASTIAN CITY COUNCIL 2024-2028 STRATEGIC PLAN WORKSHOP MINUTES TUESDAY, APRIL 2, 2024 — 9:00 A.M. CITY COUNCIL CHAMBERS 1225 MAIN STREET, SEBASTIAN, FLORIDA Mayor Dodd called the workshop to order at 9:00 a.m. and introduced Dr. Joe Saviak. He asked that the staff members bring their voices forward to develop this plan for the City. The City Manager thanked his staff for attending to align the plan to what Council would like to see. The following City Council and staff members were in attendance: Mayor Ed Dodd Vice Mayor Kelly Dixon Council Member Fred Jones Council Member Bob McPartlan Council Member Chris Nunn City Manager Brian Benton City Attorney Jennifer Cockcroft City Clerk Jeanette Williams Administrative Services Director Ken Killgore Asst. Administrative Services Director Jen Smith Community Development Director Alix Bernard Community Development Manager Dom Bosworth City Engineer/Stonnwater Director Karen Miller Parks and Recreation Director Richard Blankenship Building Official/Fire Marshal Wayne Eseltine Human Resources Director Cindy Watson Police Chief Daniel Acosta Golf Course Pro Greg Gardner Airport Manager Jeff Sabo MIS Manager Barbara Brooke -Reese Executive Assistant Margarita Macias Records Specialist Cathy Testa Dr. Joe Saviak, Saviak Consulting, LLC, described the strategic planning process in great detail using a PowerPoint presentation. (See attached) He said in the 21s' century there is a lot of change that they can react to or lead the change. When the change is led the best gains and best results can happen. Strategic Plan Orientation Page 2 April 2, 2024 He said strategic plans help communities identify what they are trying to get done and the community and government actually write the plan together. He said strategic plans efficiently allocate limited resources, boost morale, attract resources and enhances public confidence. The order of the plan is to research, set a mission, state long term objectives, and determine strategies on how to achieve the goals; then implement the goals and evaluate the outcome. Dr. Saviak advised that alignment is key to being successful in leading strategic change. Organizationally and operationally, things may need to be done differently to achieve the result. There will interviews, an electronic survey and community events to receive information that will be valuable and meaningful to the plan that is grounded in reality. He said that successfully selected strategies will attract resources because they are doing something that society values enough to pay for; noting cities and counties are very competitive today. This plan will help the City figure out what should we do (value) and what should we not do (not value). To succeed, leadership must buy in and there must be a manageable set of objectives so the City can succeed. He said considering the City's mission, strengths, weaknesses, opportunities, threats, stakeholders, history, capacity, and resources, what should the City's objectives be and which strategies can be designed and implemented to achieve them? He said there will be a process evaluation and an outcome evaluation. He said if the City doesn't achieve an objective or if it underperforms we can learn from where we were and see where we went and measure the "between"; then find the reason. If there is failure that means you were trying to make something better. He said completing a couple of the objectives motivates and inspires those who are working on the plan. He said individual interviews will happen April 15 and 16 and in the meanwhile think about the City's strengths, weaknesses, opportunities and threats. He also asked the staff to think about their objectives and other department's objectives. A community survey will be sent out and then he will facilitate a workshop with Dr. Levy to draft up a plan to present to Council. Ms. Reese asked how the MIS Department would define their objectives and still help others meet their objectives. Dr. Saviak said her department is central and critical for operations. He suggested she could choose departmental objectives and then organization wide objectives. She asked how to find metrics to track. Dr. Saviak suggested national and statewide associations of public sector IT managers; professional publications; federal/state government can be a source of metrics and professional peers. He also suggested closing IT tickets as fast as they can so that speed could be the metric. Mayor Dodd noted the objective of IT is part of the other staff member's objectives. Dr. Saviak said the general consensus in each profession is that metrics matter, they are measurable, the data is easily accessible, the data is valid and reliable and would influence how things are done. Council Member McPartlan suggested to keep it simple and over a period of time there will be more innovation and things will be easier. Mayor Dodd suggested using the, "So What Analysis," in other words, so what if I don't measure it; he said they want to measure the critical things to get things done. Celebrating Our 100th Anniversary Strategic Plan Orientation Page 3 April 2, 2024 Terry McGinn said he has learned that one of the key items is stormwater management and there hasn't ever been enough revenue to complete the goals. It was suggested last year to add to the stormwater fee but that wasn't followed through on because the garbage fee was going to increase. He said they needed to get the money and avoid the constraint. He applauded City for not putting lower taxes as the number one objective. The City Manager advised staff to stay out of the weeds; he will be looking to see what the citizens and Council want accomplished. He said he will pass some ideas onto each department that he will call "strategic pillars." Vice Mayor Dixon said she was listening to a church podcast that attendance is really on the decline especially for the younger generation. She asked for ideas on how to get the younger families involved. Dr. Saviak thanked Council and staff for participating. Mayor Dodd said there are strategic plans on the shelf but the difference this time the plan will be consulted with each purchase and activity that that is undertaken so the public can perceive that we are doing a good job with their money. The workshop adjourned at 10:57 a.m. Celebrating Our 100th Anniversary CITY OF SE13ASTIAN HOME OF PELICAN ISLAND Strategic Plan • We are leading and planning for continued successfor decades to come. • The City of Sebastian utilizes strategic planning • The challenge of maintaining a high level of service in a growing community— it's why we need this strategic plan. "The best change is the change we create." Peter Drucker "To try to make the future is highly risky. It is less risky, however, than not to try to make it." — Peter Drucker Strategic Plan • Foil to plan and plan to foil. We perform as we plan. Success and failure are usually not coincidences. Long-term success is never an unplanned event • Planning involves identifying opportunities and threats in the future & designing plans which optimize those opportunities and reduce/thwart those threats in the present • Alignment — organize around outcomes— match means to ends • Create our future • Develop objectives together for the strategic plan at the workshop OW or SEBASTIAN HOME OF PELICAN ISLAND Benefits to Planning in Public Management (Cohen & Eimicke, 1998) Clarify our Mission, Goals, & Objectives Unify & integrate —1 city government with 1 V, M, V, Goals, & Objectives J t' ' _u-it Optimize organizational performance Efficient allocation of limited resources • Boost morale —employees internalize the mission • Attractresources— it'seasier to get city stakeholders& citizensto investin a winning plan they can see, understand, & support • Enhances public confidence —with a clear plan and demonstrated outcomes, the public can understand and support what our agency is doing • Anticipatory government— being prepared for the predictable and there'sa lotthatis capableof being predictable- limit the # of surprises, their duration, & intensity Enables us to successfully introduce & lead change Strategic Plan What is SP? Given our mission, strengths, weaknesses, opportunities, threats, stakeholders, history, capacity, and resources, what should our objectives be and which strategies can we design and implement to achieve them? Research 4 Mission 4 Goals 4 Objectives 4 Strategies 4 Tactics 4 Implement 4 Evaluate R+M4G-+04S+T414E "Oh yeah, we did that strategic planning thing." But did you? "The temptation in many organizations is to go to a retreat, or r go through a strategic planning exercise, develop the strategy, f=�, and then ignore it." (Cohen & Eimicke, 1998, p. 27) ➢ Right— you made the plan, but you never used it. We don't really know if the plan worked or not because we did not work it! ➢ Knowledge of SP may be superficial —SP efforts in govt. can be symbolic at best Strategic Plan Enables us to establish: 1. Mission 2. Long-termgoals 3. Annual objectives 4. Detailed action plans S. Means of evaluation/accountability Objectives —Strategies —Tactics —Outcomes -Evaluate 01—S1—T1,T2,T3-01-ES Remember: SP is another tool of public management - all tools of public management have their strengths and limitations —the tool itself is nevera panacea for all our problems— if the wrong tool is selected or it is ineffectively implemented (right tool used the wrong way) —you will not obtain the desired results Strategic Plan - What Is it? (Cohen & Eimicke, 1998) • History -adopted from US military—meet"all eventualities" model ��' • 'a set of concepts, procedures and tools designed to help leaders, managers, and public administrators figure out what their communities and organizationsshould do to survive and prosper" (Bryson and Roering,1996). • Achieve Alignment- "its greatest value is in helping align an organization'smission, goal, and means for achieving them with its available resources." • Oreanizearoundqutcomes— too manyorgs.don't do this - with SP,you see leadership, culture, personnel, systems, policies, facilities, technology, etc. rooted in MGOs— everything is organized around achieving specific outcomes— form follows function — structure & systems around MGOs Case Study: Blanchard Video — It's Always The leader How do we differentiate strategic planning from daily operational activities? (Cohen & Eimicke, 1998) • Best fit between the organization & its environmentso that organizational goals are l: attained _ • About our mission, our customers, our future— how we will best survive, succeed,& serve for years to come -planning involves identifying threat s&oaoortunitiesinthefuture & designing plans which optimize those opportunitiesand reduce/thwart those threats in the present • Enables us to be pro -active —identifying opportunities to optimize our success -driving events instead of always being driven by them —lead ingchange & playing offense -no longer reacting to the issue of the moment & only playing defense • SP facilitates success in leading and managing change -times change & successful organizations change with them -organizations which fail to anticipate, lead, & manage change will at best compromise their performance or at worst, begin to write their own organizational obituary - "It is futile, for instance, to try to ignore the changes and pretend that tomorrow will be like yesterday, only more so. "(Drucker, 1999) Guiding Principles to Strategic Planning (Cohen & Eimecke, 1998) • SP can create& promote a shared mission for the organization —your city already has a mission • A shared mission is fully understood & fully embraced & actively advanced by all managers & employees in the organization, but should not be automatically assumed (not everyone got the memo, or, even if they did, they may have rejected it, misunderstood it, interpreted it differently, etc.) • If you called 100 managers/employees in your organization together, parked them at individual computer terminals and you asked them to each type out answers to these questions without talking to anyone else "What's our mission?" "What are our goals?" and "What are our Top 5 organizational objectivesthis year?", would you get 100 identical answers to all 3 questions, 10 different answers to one or more of the questions,100 different answers to all 3? how much would their answers be identical and how much would they vary? And if their answers vary greatly, how would that affect daily operations of the organization? (McAllister,1993) • What's lifelike in the agency when there is no shared mission? Believe it or not, there are organizations which operate for years without a shared mission! Strategic Plan - Key Concepts • Research is critical to selecting the right mission, goals, objectives, strategies, & tactics - research is key to the SIP process • Objectives select our strategy-strategydrivestactics -we implement and then we evaluate • Don't confuse strategy with tacticsl • For example, our mission is public safety 1. The goal is to lower the overall crime rate -the objective is specific & measurable - decrease the crime rate by _% within 24 months 2. The strategy is to target the subgroup of repeat offenders who largely drive the overall crime rate 3. Thetactics may be to create a specialized unitto target career criminals & then work with prosecutors to ensure lengthy sentences • A strategy can explain how an organization will achieve Its stated goals -it is a winning game plan -built upon an accurate assessmentof the organizationas strengths & limitations & a strong understandingof expected changes in the organization'senvironment Strategic Plan - Key Concepts (Cohen & Eimicke, 1998) • A strategy forces an organization to make critical decisions about who they are & who they are not & what they do & what they do not do (select & succeed as opposed to mediocrity on a large range of functions) -remember the Drucker doctrine of abandonment -we can't do it all nor should we try - tell me what you no longer will dol • Strateev is a ¢enrol mao to guide the organization- no longer reacting issue of the moment • A strategy successfully integrates the organization's goals, policies, & programs Into a unified effort- everyone rows in the same direction at the same time - it is the difference between 2W individuals playing instruments & a symphony • What is strategy? "Setting priorities and defining, developing, and defending organizational capacities that society values enough to pay for." • Asuccessfully-selected strategy attracts resources-youaredoingsomethingthat policymakersand the publicwill payfor - it will attract investors & customers Strategic Plan - Key Concepts (Cohen & Eim!cke, 1998) How do we identify organizational objectives in the public sector -sources of objectives? 1) Public policy decisions expressed through legislation or executive action or court decisions 2) Public demand— needs assessment 3) Self -initiated by public sector entrepreneurs/leaders (within the core mission of the organization)— anticipatory government - identify problems & craft solutions Ask & Answer 3 simple questions: • What is our business? • Who is our customer? • What does the customer consider to be of value? > This is not done enough in the public sector —we have a wide range of internal and external customers— and in the public sector, people maybe paying for the service who never use it —as funders, they are customers too and their views and values count, too! Strategic Plan - Key Concepts • Discuss Vision, Values, and Goals • Review Mission • Set objectives • Objectives are S. M.A. R.T. • Specific • Measurable • Actionable • Realistic • Time -bound • Example: The city will improve customer satisfaction by 10% in 12 months with this specific service. :3 14 Guiding Principles to Strategic Planning • Need leadership & organizational commitment to the process • Resource constraints are important -"no money, no mission" • Strategic goals must reflect organizational capability or they will not happen — capacity is key • SP connects ends to means —alignment • SP helps prioritize — all possible objectives are not equal in value or priority — avoid the grocery list Guiding Principles to Strategic Planning Barriers to SP Success: m 1. Goal definition will have explicit trade-offs— here's what we will do and what we don't do — may spur political opposition from internal and external groups who don't share those objectives - 2. SP can fall — not research -driven, wrong mission, goals, or objectives selected, lack of leadership, lack of capacity, no real commitment/lack of buy in, lack of accountability, objectives not measurable or measured, action plans not well designed or effectively implemented, organizational barriers (agency culture, personnel, policies, procedures not geared towards performance), politics/external constraints, must actually drive the organization— the some list of suspects who thwart any valuable innovation in any organization 16 Strategic Planning (Cohen & Kamieniecki, 1991) 7 Kev Steps in the SP Process: e 1. Problem and opportunity analysis 2. Identification and analysis of stakeholders 3. Historical analysis 4. Organizational and situational analysis 5. Concrete strategy formulation 6. Pre -implementation projection 7. Evaluation and mid -course correction 1] Strategic Planning Problem and opportunity analysis • Who am I? What do I do? MI ,. • MVVGO — mission, vision, values, goals, & objectives — you already have an M • Mission Statement —what is the rationale for our organizational existence? Can develop/refine/clarify during SR Strategic Planning Problem and 0000rtunity analvsis • What services/programsdo we provide and why? To whom? • What do we do best? As measured by what outputs/outcomes? • How are we differentfrom 5 years ago— how will we be different5 years from now? (missions can change overtime) • What mission will attract what resources? • To some extent our mission in the public sector is set for us — to some extent, we can shape it too • Conduct Environmental Scan —SWOT Analysis —list out all specific strengths, weaknesses, opportunities, & threats - given that analysis, what is our best mission? What are our best objectives? We will be asking you about a SWOT analysis for the city government and city during our individual interviews. Strategic Planning Identification and analysis of olavers Who matters? Why and What do they want? • Conduct stakeholder analysis— internally & externally, who is creating problems, challenges, & opportunities for our organization? List everyone & everything out (citizens, CC, city stakeholders) • What are their interests and perspectives? • How does that affect our mission? • What mission, goals, & objectives do they each want for us? • Appleby SA— "If1 do this, who will I make mad —how mad? And if I do this, who will I make glad — how glad?" M Strategic Planning Historical analysis How did we get here? t\� rogO�t�^, • Looking at the SWOT analysis, how did we get here? ' N • We will be asking you about a SWOT analysis for the city government and city during our individual interviews • Search for historical analogues— are there times in the history of the organization which can be instructive to us now? (have we dealt with this type of problem/opportunity before & what did we do or not do) z: Strategic Planning Organizational and situational analysis I N 0AE FOgC • What's my capacity? G.- • Honestly assess capacity — stratewwithoutcaoacitvisaformulaforfailure y✓ N • Inventory our strengths, limitations,& accomplishments • ID objectives (specific, measurable, time bound) (e.g., ensure%compliance in 24 months) Given our mission, strengths, weaknesses, opportunities, threats, stakeholders, history, capacity, and resources, what should our objectives be and which strategies can we design and implement to achieve them? Objectives flow from your vision, mission, values, and goals. Researches Mission •+ Goals 4 Objectives -► Strategy 4 Tactics Implement 4 Evaluate R♦M♦G♦O♦S♦T♦I♦E 22 Strategic Management Is What Makes This Work (Starling, 2008) Strategic management makes strategic plans perform! r. Now, we DESIGN, IMPLEMENT & EVALUATE (' ✓ Concrete strateev formulation ✓ Create the work plan to translate intended objectives into actual outcomes -detailed & specific -who does what when and how with what resources to achieve which objectives -for each obiective. detail strateev, tactics, resources reauired. timeline. person is) responsible. metrics - it is a detailed action plan Strategic Management Is What Makes This Work (Starling, 2008) Pre-im plementation Proiection Quick double-checkforfit& feasibility before implementation-canwereallydothis? Butdon'tget hung up here! Imolementl Evaluation and mid -course correction • Process evaluation-detectanyprogramimplementationproblems&remedythemdurin implementation (program monitoring, quality assurance) -prevent program drift -ensure that the plannedprogram isthe implemented program • Outcome evaluation- confirm that results were realized after implementation- collect&analyze data on outcome measures to validate impact (increased effectiveness, efficiency) 2' Strategic Management Is What Makes This Work (Starling, 2008) Strategic Management Involves strategic planning, implementation, & evaluation of those plans Kev characteristics which differentiate it from normal organizational activitv: • Decisions made by top management • Decisions involving large allocation of organizational resources • Decisions which have a significant long-term impact • Decisions which seek to arrive at the bestfit between the organization & its environment so that organizational goals are attained 25 Strategic Management Is What Makes This Work (Starling, 2008) 4 Stages of Strategic Management in the Public Sector: V 1. Define Mission and desired outcomes—involvestakeholders & assess environment 2. Al ig n activities, core processes,& resources with mission& intended outcomes 3. Implement 4. Evaluate —apply performance measures— engage in program evaluation — make findings — reintegrate this information into process 26 Strategic Management Is What Makes This Work (Starling, 2008) 4 Stages of Strategic Management in the Public Sector: 1. Define mission& intended outcomes ✓ Mission statement explainswhy the organization exists, what it does, who it serves, & how it does it — strategic goals explain the purposes of the agency's programs & the goals they seek to secure — mission & goals establish clear criteria against which performance can be measured ✓ Process involves: • Engage stakeholders —customers, funders, partners, service providers, etc. for assistance in defining mission & goals (realizing that 100% consensus among all stakeholders on mission & goals & outcomes is unlikely) • Assessthe environment— whatfactors In our external & internal environmentwill help or hurt us in fulfilling our mission, achieving our goals,& producingoutcomes? Anextemal variable can be changing citizen expectations of the agency or anew technology or mandate on the organization from legislature/judiclary—an internal variable can be the organizational culture or our service delivery processes. Strategic Management Is What Makes This Work (Starling, 2008) 4 Stages of Strategic Management in the Public Sector: 2. Aligning activities. care orotesses.&resourceswith mission&intended outcomes —we need to connect ends with means —if our current operations don't produce our desired outcomes, need to change —there must be a clear linkage between how we operate our agency & commit our resources (HR, $, & technology) and which results we achieve (or don't achieve) —this process aliens our means with our ends 3. Imolementation—success in implementation occurs when expected outcomes are secured —there area host of toolsavailableto public managers in program design & implementation —each tool has its own assumptions, benefits, & limitations- must match the right tool to the right challenge & then utilize it correctly —these are tools which structure collective action towards solving a public problem 4. Evaluation— objectives are SMART (%,ff)- metrics for objectives-progressreports— process evaluation — outcome evaluation —success, theory failure, program failure Pn 28 Strategic Management Is What Makes This Work (Starling, 2008) 4. Evaluation Consistsof: 1) Performance Measurement O' 2) Program Evaluation O ➢ Performance Measurement is the ongoing monitoring and reporting of program accomplishments— is the program progressingtowards established goals? Use of progress reports. ➢ Proaramevaluationiscarefullycollectinginformationaboutaprogramor some aspect of a program in order to make necessary decisions about the program —able to measurethe effectiveness, efficiency, & equity of a program— outcomes -tests the hypothesis about whether a program achieved its intended outcomes (Kettner, Moroney, & Ma rtin,1999). Strategic Management Is What Makes This Work (Starling, 2008) 3 oroeram scenarios are possible: • Successful program— outcomes are achieved • Theory failure— outcomes are not achieved asa resultof the hypothesized relationships between the causes and effects being incorrect —program design problem • Program failure— program not implemented as designed — intervention Integrity compromised — hypothesis never reallytested — program implementation problem 29 30 Strategic Management Is What Makes This Work (Starling, 2008) Evaluation What are the challenges in defining outcomes in the public sector? • Problems collecting the performance data or agreeing upon the performance measures • You are holding us responsible for outcomes which are influenced by factors we cannot necessarily control • Time takes time — results may not be evident in the short run • Proving the invisible —when it comes to programs which prevent, how do we prove it worked? Strategic Management Is What Makes This Work (Starling, 2008) Evaluation 6 6 R Know the distinctions between these types of measuresor indicators —your definition of success or va read de endin on which one you program +° program Y NB Y P 6 OY P g ev' + may consume a lot of inputs & generate a lot of outputs but may not change outcomes— 0 measuring by outputs is certain to artificially inflate program successor even mask program failure — a program is deemed to be effective based on its ability to change outcomes • Inputs —various resources need to run the program • Process— how the program is carried out • Outputs —units of service (i.e., number of children served) Outcomes —impacts on the clients receiving services (i.e., did reading levels among children in the after -school reading program improve?) 32 Strategic Management Is What Makes This Work (Starling, 2008) Evaluation Performance Measures Must match measures to mission- the performance measures you select must be measuring the defined mission & goals of the organization The wrong measures never lead to the right conclusions- If you select the wrong performance measures, you can be led to invalid conclusions about the program which hurts your abilityto make important decisions about the future of the program. 33 "What happens if one of the programs we do as a result of the process does not work?" Successful people and organizations experience setbacks - they are normal, natural, & to be expected - -Me man who makes no mistakes does not usually make anything." - Edward John Phelps Well researched & designed programs -effectively implemented & then properly evaluated - may not achieve desired results - may not completely fail but just underperform - so what do we do? Although too often we do not incentivize/reward calculated risk taking in the public sector -We cannot allow the fear of fallure to rule our lives Use it Is as a teachable moment In the organization Recognize & reward the employees who brought forth the initiative and Implemented it -do not allow anyone to think that they can never fail with a new Initiative or (twill be the end of their career -too often in the public sector, we quickly set aside our successes and never forget/obsess on our failures (back In 1988, so and so did that and it did not work and so no one ever wants to do It again( and we can allow failure to govern us & our future - we do not want employees to getthe message that Innovation and risk taking Is to be avoided Absorb & teach the right lessons from the experience - Utilize the evaluation to 1) reform the program to make it successful Qr 2) terminate the program and redirect those limited resources to an effective program Successful people and organizationsfail up and foil forward! 34 Planned Organizational Change (Kotter, 1996) • Create a sense of urgency — if the need for change is not effectively communicated and perceived as urgently needed, change may not occur • Build a change coalition —create a broad coalition of Internal & external actors Invested In change - build support at all levels within the organization —identify and neutralize opponents • Create a compelling vision and effective strategy — develop a practical game plan to Inspire support by showing the benefits to be realized and how success will be achieved • Communicate the vision effectively —change coalition members must repeat the change message many times & must consistently communicate the behaviors associated with the change through their words and actions • Empower employees to act on the vision — identify and remove barriers to change —provide resources to facilitate action • Produce early and visible victories — nothing sells like success — momentum Is created by highly visible short -tens victories • Build on progress, preserve gains & push forward - align operations with outcomes — reward change agents (personnel Is policy— change policies require change personnel) • Institutionalize Innovation within the organizational culture — this cements successful change — employees and stakeholders not only embrace this specific change but the culture comes to see change as a positive force In organizational life Let's Start The Process! R,V,M,G,Os 1. Think about a SWOT analysis (strengths, weaknesses, opportunities, threats) of the city, organization, and your area of organizational responsibility 2. Bring a solid understanding of the history of the city, city government, and your area of organizational responsibility — it helps to know the past when charting the future 3. Have a good sense of the community and citizens we serve and what they value 4. Have an excellent understanding of our capacity as city government to effectively execute (e.g., a plan divorced from the reality of our capacity to pull it off will not succeed) 9M M`V0F SE TiAN HOME OF PELICAN ISLAND Let's Continue The Process! O,S,T,I,E 5. Identify specific objectives for both the organization and your area of responsibility (objectives need to be SMART —specific, measurable, applicable, realistic, and time -bound — if it cannot be measured, it's not an objective — a generic example would be to improve customer satisfaction by 10%within 12 months) Action plans 01— 51— T1, T2, T3 — El 7. Means of evaluation/accountability 8. Approval & implementation & evaluation— review implementation issues checklist Where Do We Go From Here? The Process ✓ Research on city and city government ✓ Orientation ► Interviews— Discuss, M, V, V, G, and O — discuss implementation plans — shape survey ► Electronic Survey- Discuss, M, V, V, G, and O — prioritize/rank objectives ► Strategic Planning Workshop ► Overview of SP ► Discuss Research —SWOT, History, Community, Capacity 1 ID & Confirm M, V, V, G, and O ► ID S, T, & E for each 0 — draft action plans for each O - address resources & capacity requiredfor each action plan ► Draft Plan Review by City Manager ► Final Plan Approved by the City Council ► Implement & evaluate UFY OF SEBAW HOME OF PELICAN ISLAND Strategic Plan - Key Concepts • A major focus is objectives • Objectives are SMART • Specific • Measurable • Actionable • Realistic • Time -bound • Example: The city will improve customer satisfaction by 10% in 12 months with this specific service. Strategic Plan - Key Concepts Please brine your M, V, V, G. and O to our intp.ry ews and be thinking of major elements of the summary irpole,mel tatip(717 pl Nor each objective (more detailed implementation plans may be develooedfor�ifferentobiectives bvthe staff team deoendine on the obiectivel • Review action plan template • Review sample action plan Review progress report example — report progress — ID any needs for resources to be supplied/obstaclesto be removed EM ON, l4! o•' i9 :o The Process: Q Research Q Orientation ❑ Interviews ❑ Electronic Survey & Community Events ❑ Workshop ❑ Plan ❑ Implementation ❑ Evaluation QUESTIONS? Strategic Planning Process Schedule Schedule Orientation Interviews Electronic Survey/Community Events Strategic Plan Workshop Final Plan Due CITY OF SEBASTIAN HOME OF PELICAN ISLAND 4; 12 Sources • Cohen & Elmicke (1998). Tools for Innovators: Creative Strategies for Managing Public Sector Organizations. San Francisco, CA: Jossey-Bass. • Drucker, P. (2999). Management Challenges for the 21° Century. New York, New York: HarperCollins Publishers. • Kettner, P. Moroney, R. & Martin, L.L. (1999). "Chapter 11— Performance Measurement, Monitoring & Program Evaluation." In their Designing & Managing Programs. Thousand Oaks: Sage Publications, pp.215- 238. • McAllister, C. (personal communication, 1993) • Martin, L, Levey, R. & Cawley, J. (2012). The New Normal for Local Government State and Local Government Review, 201244: 175. Retrieved from htto://slg.saveoub.com/content/44/1 suool/175 • Salamon, L. (2002). The Tools of Government: A Guide to the New Govemanre. Oxford University Press. • Starling, G. (2007). Managing the Public Sector, 8rh Edition. Boston, MA: Thomson Higher Education. • � teems, �e r1u :► i►1